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Strategy and Innovation for Growth

MDA’s Strategy and Innovation for Growth session will help functional leaders understand what’s at stake with their businesses with an emphasis on creating a shared point of view about the identity and vision of the organization. It serves as the ideal intersection of current theory, hands-on practice, and innovation and is taught by an award winning Wharton Professor and serial entrepreneur. This session will provide a unique strategic perspective as well as effective operational tactics that can be used to achieve business goals. As they examine how other companies have leveraged innovation and cutting-edge strategy into extraordinary success, they will master frameworks to help their function and organization gain strategic advantage. They will return with insights and action plans to help their organizations assess new market opportunities and thrive in the midst of rapid innovation and growing competition.

As a result of attending this session participants can:

  • More effectively create, manage and lead innovative strategies to achieve desired outcomes

  • Better align their team to move in a common direction to create value for the organization

  • Understand the value of creating a shared point of view about the identity and vision of the organization

  • Learn effective operational tactics that can be used to achieve business goals

  • Begin to master frameworks to help their function and organization gain strategic advantage

  • Learn how to help their organizations assess new market opportunities

Change Sponsor/Experience Change Simulation

During the Change Sponsor session, participants will consider the importance of the change sponsor role and learn the MDA four-stage change model in order to drive successful changes in their area of the business. The heart of the session is ExperienceChange™, an expert-guided change management simulation that provides participants with practical experience applying a proven change framework. They learn from their missteps how to create tangible results and sharpen the competence and confidence they need to support expected and unexpected organizational changes.

One year of experience in one day
In ExperienceChange, people work in teams to tackle a realistic change project. From analysis through to planning and implementation, the simulation delivers the essentials of a year-long change journey in less than a day.

Like the real world, without the risk
ExperienceChange simulates the challenges of real world change. Immediate feedback on decisions, both good and bad, reinforces learning without putting company resources on the line.

The right tool for the right time
Focused practice with change tools and techniques takes place under expert guidance. Experiences are shared. And competition ensures an energizing experience that reveals true change behaviors.

Talent Management

Participants will learn how to improve their ability to assume the role of a talent manager through developing a talent mindset and gaining processes and tools for attracting, retaining and developing key talent to execute on the results they need. They will gain insights on the critical distinctions between high performance, high potential and readiness, and identify the most effective and meaningful development activities that promote learning, engagement and retention. Finally, they gain working knowledge of several talent management tools that enable them to effectively carry out their responsibilities as talent managers.

After this session, leaders will better understand how to:       

  • Adopt a talent mindset that ensures they take a strategic approach to hiring, managing and developing people

  • Distinguish between high performance, high potential and readiness

  • Identify and develop high potential talent and provide them with the right developmental experiences

  • Conduct regular talent reviews to assess bench strength and ensure key talent gaps are closed

  • Help top talent develop, grow and navigate the system so they remain key contributors to the organization

Influencing for Impact

Leaders today know the formula for influencing their teams is: Impact = Presence + Credibility. Participants in the Influencing For Impact session will learn the six elements of leadership presence, use an influence map to identify effective strategies for creating alignment and buy-in from key stakeholders, identify the preferred communication styles of key stakeholders, and structure a challenging conversation for influence using a best-practice model. They also practice that conversation and receive feedback. Finally, they receive a mobile app that enables them to pre-plan effective conversations using MDA’s High Impact Conversations model. The app helps them embed their learning in on-the-job behavior, thereby improving their ability to influence internally.

Participants will gain insights in how to:           

  • Use proven techniques to establish their presence and credibility to increase their personal impact

  • Employ strategies and tools, including influence mapping, to create alignment and buy-in among diverse stakeholders

  • Apply MDA’s High Impact Conversations model to build trusting partnerships and commitment

Results Driver Experiential Exercise

Participants learn to shape a results-focused work environment by employing results-based language, identifying quarterly rallying cries that direct their teams’ attention to priority goals, and establishing both leading and lagging measures that keep people focused on timely execution. Through a competitive team challenge, they learn creative and collaborative ways to accelerate the pace of execution and raise the level of their team’s energy. Finally, they learn a key to success for all results drivers: disciplined follow-through.

Participants will learn to:

  • Frame work requirements with powerful performance language that creates accountability and ownership

  • Accelerate decision-making and team execution through a variety of techniques                

  • Establish the right metrics and goals, including leading and lagging measures

  • Practice disciplined follow-through to ensure consistent execution